(Ebook) The Superior Project Manager Global Competency Standards and Best Practices 1st Edition by Frank Toney ISBN 0429080077 9780429080074

(Ebook) The Superior Project Manager Global Competency Standards and Best Practices 1st Edition by Frank Toney ISBN 0429080077 9780429080074

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ISBN 10: 0429080077 
ISBN 13: 9780429080074
Author: Frank Toney

Describes global best practices, competencies, and standards of superior project organizations based on research conducted by the Top 500 Project Management Forum. It emphasizes the selection process, performance evaluation, and personnel development to provide the key elements for adjusting and adapting to flexible conditions. The text also highli

(Ebook) The Superior Project Manager Global Competency Standards and Best Practices 1st Table of contents:

1. Global Competency Standards: An Overview
1.1. Factors Impacting Project Goal Achievement
1.1.1. The Superior Project Manager
1.1.2. The Project Office Organization
1.1.2.1. Project Management Center of Excellence
1.1.2.2. The Project Support Office
1.1.2.3. The Program Management Office
1.1.2.4. The Project Office
1.1.3. The Host Organization
1.1.4. The External Environment
1.2. Project Management Core Success Factors
1.2.1. Professional Project Manager
1.2.2. Multifunctional Teams
1.2.3. Senior Level Support
1.2.4. Competitive Product or Service
1.2.5. Strong Economic Demand
1.2.6. Structured Project Approach
1.3. Measurement of Competencies and Best Practices
2. The Project Manager: Global Competency Standards
2.1. An Overview of Superior Project Manager Competency Standards
2.1.1. Character, Background, and Traits
2.1.2. Leadership and Management Skills
2.1.3. Project Skills
2.2. Project Manager Core Competencies
2.3. Measurement of Project Manager Competencies
3. Standards for Project Manager Character, Background, and Traits
3.1. Character and Truthfulness
3.1.1. Definition of Honesty and Truthfulness
3.1.2. Truth Is a Core Competency
3.1.3. Truth and Project Leadership
3.1.4. A Caveat
3.1.5. Benefits of Truthfulness and Trust
3.1.5.1. More Sales: People Buy from Those They Trust
3.1.5.2. Lower Costs and Better Efficiency
3.1.5.3. Trust Reduces Project Risk
3.1.5.4. General Efficiency-Improving Benefits
3.1.5.5. Other Benefits
3.1.6. Dangers of Being Too Trustful
3.1.7. Dishonesty and Unethical Behavior on Projects
3.1.8. The Motives Behind Dishonesty
3.1.8.1. No One Will Ever Know
3.1.8.2. It Is Payback
3.1.8.3. Serving a Higher Value
3.1.8.4. It Is Safer or Easier Than Telling the Truth
3.1.8.5. People Just Don’t Care
3.1.9. Building Trust on the Project Team
3.1.9.1. Tell the Truth
3.1.9.2. Establish Controls
3.1.9.3. Structure the Organization to Encourage Trust
3.1.9.4. Communicate
3.1.9.5. Reward Trust and Truthfulness
3.1.9.6. Punish Dishonesty
3.2. Project Manager Background
3.2.1. Educational Background
3.2.2. Project Leadership and Management Experience
3.2.3. Functional Training in the Project’s Subject Area
3.2.4. Has Learned from Failure
3.2.5. Backgrounds: Nonvalidated Competencies
3.2.5.1. Childhood
3.2.5.2. Age
3.3. Project Manager Traits
3.3.1. Self-Confidence and Faith in a Positive Outcome
3.3.1.1. Impact on Goal Achievement
3.3.1.2. Definitions
3.3.1.3. Research Support
3.3.1.4. Benefits of Self-Confidence and Faith in the Future
3.3.1.5. Self-Confidence Related to Ego and Humility
3.3.2. Competency: Ambition
3.3.2.1. Power Motivation: The Desire to Organize and Lead Groups
3.3.2.2. The Desire for Achievement
3.3.3. Above Average Intelligence
3.3.4. Competency: Emotional Stability
3.3.5. Nonvalidated Competency-Related Traits: Not All Leadership Traits Can Be Directly Linked to Goal Achievement
3.3.5.1. Charisma
3.3.5.2. Creativity
3.4. Conclusion and Measurement of Project Manager Character, Background, and Traits
4. Project Manager Professionalism: Standards and Best Practices
4.1. Goal-Achieving Practices
4.1.1. Leadership and Management Skills and Actions
4.1.2. Project-Specific Technical Skills
4.1.3. Entrepreneurial CEO Skills
4.1.3.1. Entrepreneurial Accountability and Responsibility
4.1.4. Global Leadership Issues
4.1.4.1. Power Distance
4.1.4.2. Individualism Versus Collectivism
4.1.4.3. Uncertainty Avoidance
4.1.4.4. Masculinity Versus Femininity
4.2. Manage for Goal Achieving Speed, Efficiency, and Effectiveness
4.2.1. Speed
4.2.2. Efficiency
4.2.3. Effectiveness
4.2.4. Speed-, Efficiency-, and Effectiveness-Related Best Practices
4.2.4.1. Project Team Structure
4.2.4.2. Project Fast Tracking
4.2.4.3. End-to-End Project Team Involvement
4.2.4.4. Strategy Unity, Vision, Goals, and Planning
4.2.4.5. Scope and Technological Discipline
4.2.4.6. Asset Turnover
4.3. People Skills
4.3.1. People Management for Speed, Efficiency, and Effectiveness
4.3.1.1. Impact of Speed on Leadership Styles
4.3.1.2. Reward Speed
4.3.1.3. Competition
4.3.1.4. Political Skills
4.3.1.5. Conflict Resolution Early and at Low Levels
4.3.1.6. Motivation
4.3.1.7. Effective Communications
4.3.1.8. Lead by Example: Be a Role Model
4.3.1.9.Build an Efficient and Effective Team
4.3.1.10. Authority Delegation
4.3.2. General Leadership Skills
4.3.2.1. People Emphasis Over Tools
4.3.2.2. Supportive Leadership
4.3.2.3. Training, Teaching, Coaching, and Continuous Learning
4.3.2.4. Treat People as Individuals
4.3.2.5. They Network by Helping Others
4.3.2.6. Treat People as Assets Rather than Variable Costs
4.3.2.7. Flexible Leadership Skills: Are Effective in a Broad Range of Situations
4.4. Critical and Analytical Analysis of Alternatives and Opportunities
4.4.1. Flawed Decision Making
4.4.2. Analytical Decision-Making Techniques
4.4.2.1. Gather Input from Others
4.4.2.2. Solicit Critiques
4.4.2.3. Benchmark and Use of Role Models
4.4.2.4. Audit Projects
4.4.2.5. Identify Critical Project Success Factors
4.4.2.6. Accounting and Finance Analytical Tools.
4.4.2.7. Critical Analysis, Skepticism, and the Project Manager
4.4.2.8. Intuition and Experience: Their Impact on Decision Making
4.5. Environmental Awareness
4.5.1. When Environmental Knowledge is Most Needed
4.5.2. Result of Inadequate Environmental Knowledge
4.5.3. Information Sources and Tools Used
4.5.4. Global Environment
4.5.4.1. Governments
4.5.4.2. Business Conduct
4.5.4.3. Distance Factors
4.5.4.4. Global Trends
4.6. Conclusions and Measurement of Project Manager Professionalism
5. Project-Specific Competency Standards
5.1. A Structured and Predictable Approach
5.1.1. Project Phases
5.1.2. Flexible and Simple Approach
5.1.3. Standardized Methodology Advantages
5.1.3.1. Speed
5.1.3.2. Efficiency
5.1.3.3. Effectiveness
5.1.3.4. Improved project management predictability
5.1.3.5. Stakeholder confidence
5.1.3.6. Professionalism
5.1.4. Structured Methodology Caveats
5.1.4.1. Rigid Methodologies May Reduce Project Speed
5.1.4.2. Progressive Project Phases Management
5.2. Project Phases and Associated Best Practices
5.2.1. Project Initiation and Selection
5.2.1.1. Project Idea Germination
5.2.1.2. Defining the Project Need
5.2.1.3. Project Selection
5.2.1.4. The Project Charter
5.2.1.5. Project Selection Ranking Criteria
5.2.1.6. Scope
5.2.2. Planning Phase
5.2.2.1. The Project Plan
5.2.2.2. Work Breakdown Structure
5.2.2.3. Deliverables
5.2.2.4. Critical Success Factors
5.2.2.5. The Schedule
5.2.2.7. Risk Analysis: Project Specific
5.2.2.8. Functional Specifications
5.2.2.9. Technical Specifications
5.2.2.10. The Quality Plan
5.2.2.11. Stakeholder Communications
5.2.2.12. Management and Control
5.2.2.13. Signatures
5.2.3. Execution and Control Phase
5.2.3.1. Kickoff Meeting
5.2.3.2. Importance of Project Control
5.2.3.3. Priority of Time, Cost, Specifications
5.2.3.4. Time Control and Monitoring
5.2.3.5. Time Variance Measurement
5.2.3.5. Project Financial Control
5.2.3.6. Earned Value
5.2.3.6. Scope Management and Control
5.2.3.7. Project Value Analysis
5.2.3.8. Asset Stewardship
5.2.3.9. Communications
5.2.3.10. Formal Reviews and Audits
5.2.4. Project Closing and Termination Phase
5.2.4.1. Presenting the Deliverables to the Customer
5.2.4.2. Preparing and Executing the Project Termination Checklist
5.2.4.3. Place Project Documents in a Knowledge Library (i.e., Lessons Learned, Journals, Project Charter and Plans)
5.2.4.4. Lessons Learned and Project Journals
5.2.4.5. Communicating the Benefits of the Project to Stakeholders and the Host Organization
5.2.4.6. The Termination Celebration
5.2.4.7. Project Follow-Up
5.3 Conclusions And Measurement Of Project-Specific Competencies
6. Background Information
6.1. The Top 500 Project Management Benchmarking Forum
6.2. Leadership Competency Measurement Problems
6.3. Definitions
6.3.1. Competencies
6.3.2. Best Practices
6.3.3. Standards
6.3.4. Leadership
6.4. Characteristics of Competencies
6.4.1. Relationship of Competencies to the PMBOK Guide
6.4.2. Impact on Goal Achievement
6.4.3. Observable and Measurable
6.4.4. Drive Superior, Not Average Performance
6.4.5. Are Scientifically Validated
6.4.5.1. Hypothesis
6.4.5.2. Competency Identification
6.4.5.3. Questionnaires
6.4.5.4. Workplace Testing
6.4.6. Are Weighted for Impact on Project Goal Achievement
6.5. Levels of Competency
6.5.1. Superior or Transformational Competence
6.5.2. Moderate Competence
6.5.3. Inept Competence
6.5.4. Dysfunctional Incompetence
6.6. Important Competency Considerations
6.6.1. Might Not Pertain to You
6.6.2. Focus on Winners
6.7. Historical Research Support for Competencies
6.7.1. Ancient Competency Literature
6.7.2. Renaissance Competency Research
6.7.3. Von Clausewitz’s Military Strategy
6.7.4. Taylor’s Scientific Approach
6.7.5. Fayol and Organizational Leadership
6.7.6. Nothing New in Project Leadership Science
6.7.7. The Gilbreths’ One Best Way
6.7.8. Likert’s Leadership Competency Predictions
6.7.9. Barnard and Leadership Behavior
6.7.10. Mintzberg and Leadership Best Practices
6.7.11. The Bass Catalogue of Leadership Research
6.7.12. Current Leadership Research Emphasis

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Tags: Frank Toney, Project, Manager